On this article we are writing something about forming a team of super stars, make them accomplish the task as a team successfully for which the team coordinator will have the envious task of making them stick together setting apart their egos. The coordinator is akin to a football coach and the team is somewhat identical to current stat studded Brazil team. This is a unique article different from a conventional HR write up.

In the world of comedy, Sid Caesar is an icon whose award winning series ‘Your Show of Shows’ wooed the television world in the 1950s. It was not just the show’s unique brand of humor, but the audience was also captivated by Caesar’s galaxy of star writers who put together the series. For nine years, viewers watched a rib-tickling sow, written by an array of star writers like Mel Brooks, Neil Simon, Woody Allen and Carl Reiner.

What they couldn’t see was the drama acting out behind the scenes: constant cat-fights, an atmosphere full of mutual hatred and cut-throat competition between the then who’s who in the world of comedy. Caesar, by his own admission, said that it wasn’t easy working with this team, yet it was essential to have to achieve what they did.

Henry Ford II that at Ford, Steve Jobs’ bunch of artists and renegades’ wired the Macintosh and recently, Microsoft’s Bill Gates got a motley crack team to come up with the X-Box to pry open the gaming market.

Teams such as these have captured the imagination of Bill Fischer professor of technology and management, at the Laussane, Switzerland based International Institute of Management Development (IMD) for a while now.

All companies hire great people. But when you look at the results year after year, you see great people and average results, says Fischer. That’s the paradox- that’s not how companies wanted it to be in the first place. So is there something inherently wrong with the way companies view talent? Most companies use organizational and leadership models that diminish talent rather than enlarge it. They exploit, in a positive sense, a very small percentage of the talent that they have, says Fischer, adding that it’s not so much about people not wanting to stretch themselves but it’s about putting them in situations where they are unable to.

Fischer had a conversation with the CEO of a global high technology. The CEO told him, that they are trying to build a ‘we’ culture in their organization and this is not something they would like to associate with. This is also a cultural thing, for instances as opposed to American companies Nordic firms are more comfortable with the idea of “we�.

If you have to build an organization to deliver the goods day in and day out, that’s very nice. But to change this organization, rethink the basis for its existence or expand business into the digital age basically radical innovation -then the business needs to hire the skills required and figure out how to deal with attitudes. At a typical business school today, the message is hire for attitude, train for skills. But this results in a congenial team. Polite teams result in polite results.

The experts found examples of all-star teams such as the ones mentioned above and more recently, the Microsoft Xbox. These teams laid a lot of emphasis on the individual. They were willing to pool opportunities for self-interest and could make a connection between what I am going to do as an individual and what we are going to do as a team.

That’s what the concept of ‘virtuoso teams’ is all about: hiring the best of the best to shake things up and bring about radical change. When you want to put the odds in your favor you get real stars position by position. And then you take care of everything he needs all his attitudes and idiosyncrasies. That’s the interesting thing about these teams: these stars come with huge egos and dealing with them is not easy. A team of exceptional people means a constant clash of personalities and opinions.

This has huge implications for the person at the helm. Apart from spotting the right kind of talent and getting it on board, the leaders of such teams need to be able to dream big and communicate it to the team. But if you bring in strong personalities because they have skills you don’t have, it changes the way leadership functions. So this is a totally different leadership conversation, a conversation amongst equals with no submission and groveling. This is not about hands-off leadership. This is leadership as a contact sport, a very engaged leadership.

Such teams are not entirely risk-free. One, they are taken for really risky projects so there is no guarantee that they will succeed. The second is the creation of an elite team usually with different titles and different pay scales. This is often resented by the rest of the organization.

However good these teams may be, they don’t last for long. These teams consist of very bright people and before you know, they break apart. The worst thing is to try and keep them together. But in the short term while the team has yet to accomplish the task at hand they must be made to stick together..

When you are dealing with people with huge egos, where will this stickiness come from? It will come from the recognition of the fact by everyone in the team that this is something big and each of them can’t do it by himself. This is a once-in-a-lifetime opportunity and if it works each one becomes much better as an individual and they are consider more than what they are. Take the team that created the Macitosh at Apple—and before that the Lisa which bombed in the market. For the rest of their lives, those people had stamps on their CVs that this was the Macintosh team, says Fischer. They were stars.